DARPA, Doa, And NIH Small Business Innovation Research Project

Ecton is going to position the company to be acquired but the board of directors and clinical advisors has some concerns about the ramifications of that plan. This paper evaluates Cannon’s Phase III Plan on March 1998. Cannon proposed a path for the next year containing five major points (Edward, 1999, 8 and 9). The bottom line of this proposal is positioning Ecton to be acquired by the end of the 1998. One of the crucial concerns of this acquisition is the possible effects on “Ecton’s product development process”. Another concern Cannon holds is the ability of Ecton to penetrate a very harsh market fills with big, established, and advanced manufacturers. Also, Cannon is not sure on how to approach specific market

This is a case about Eric Peterson, who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra, a subsidiary of Scientific Materials (SciMat), was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.

Comparing these potential market size, we can easily observe that Oxyglobin is roughly two times as profitable as Hemopure. Accordingly, Biopure should take these data into account to evaluate whether or not to launch Oxyglobin immediately. On the other hand, this revenue expectation is not so realistic. In fact, it is almost impossible that the company will capture the whole potential markets because of its small production capacity. This latter represents the main obstacle to a potential success of Biopure in both animal and human

The fundamental purpose of this project is for the team to collaborate to find innovative solutions for unmet needs within our company, Digital Monitoring Product Inc. Group 26 will analyze and evaluate each individual’s contribution based on his or her potential for the greatest success within the company and within each of the concepts individual market. The paper will act as a guide and direct one through the process of Team 26’s voyage through each concept eventually leading up to

The threat level is still low because the first trial of bioresorbable failed and the second generation has not yet fully convinced surgeons. But most doctors seem open to the idea or already use some of the bioresorbable derivatives to substitute some of Synthes` products today. The difference from the first generation bioresorbable products to the second one improved drastically and the third generation could eventually be almost as effective as today’s solutions. If Synthes is not fully prepared there could be a very big threat to the company not only in sales but also reputation because they are known for being the top dog and always offering the newest products for internal fixation. A company with a similar strategy (affiliation to AO, good sales reps, high quality product) could not only imitate but also substitute if the product part were to be able to be effective and accepted by doctors. Although there are threats in a competitive industry such as this one, we believe that Synthes has enough actual and probable competitive advantages to sustain throughout time as a leader in the internal fixation industry. When we discuss the S-Curve for Synthes, we could see that bioresorbable technology is slow and improving poorly because it is not understood quite well. If anybody gets it right we could see the acceleration process and this is where Synthes would be highly

Jeff Aronin and Paragon Biosciences brings new hope and innovative medical therapies to those suffering from complex medical conditions. He takes prides in bringing innovative products into the healthcare field, for patients who suffer from debilitating medical conditions. Committed to making a difference in healthcare, Paragon Biosciences partners with experts in medicine to bring innovative healthcare to patients who may have very few available treatment options. Thirteen products made exclusively by companies owned by Paragon Biosciences, received FDA approval over the last decade. Paragon Biosciences provides financial support to smaller less well known bio-tech and medical companies. Without the support of Paragon Biosciences, many new

Non-materiel solutions. The NPH PMO is collaborating with the Defense Centers of Excellence and other Federal entities to develop non-materiel/knowledge products that positively impact treatment therapies to inform current clinical practice. The NPH PMO provides advanced development support and assistance to USAMRMC's Military Operational Medicine and Combat Casualty Care Joint Program Committees. Both materiel and non-materiel product development efforts benefit from USAMMDA’s expertise in the areas of clinical trial design, management and oversight; regulatory expertise; and focused program

There are several rewards to consider with expansion of Biocon. Currently in India, there is a growing market for contract research organization and the growth of Biocon falls right within this opportunity. The growth is expected to last for more than few years with a rate that looks promising. Clinigene is expected to reap revenues much higher than the current Biocon and Syngene combined (Kalegaonkar A., Nov 4, 2008). It will take clinical studies to a higher level with better options in terms of drug manufacturing. With other countries ready to outsource the service of clinical studies, Clinigene’s future looks bright.

The competitive landscape of the bioresorbable industry poses a threat for Synthes, as it's composed of big players, specialists, and potential entrants. The biggest threat is Johnson and Johnson, which has a strong sales force which comes them access to doctors and hospitals across the U.S. Furthermore, J&J is a major player in the sports medicine industry, where it takes full advantage of its 2nd generation of bioresorbable technology. Although, J&J is a threat in their ability to develop and market their current bioresorbable technology, this also presents an opportunity since generation 2 technology is prone to errors. If Synthes successfully develops, a safer, third generation of bioresorbable technology, it can make a name for itself

Developed a successful coding strategy for the sheet and injectible versions of a tissue product. With KOL support, educated CMS regarding the regulatory and reimbursement requirements for the same. This was the first tissue product ever reviewed by CMS. Information was provided to a team of CMS physicians and policy staff of the unique FDA regulatory process for tissue products and provided input to modify FDA requirement for HCPCS codes. Successfully obtained a “J” code, a C code for pass through payment in the hospital outpatient department, and a “J” code for the injectible version of the product.

Competition, while present, is somewhat stable and not allowing many new entrants into the arena. While still competing with other companies such as Johnson &Johnson and Biomet, Synthes’ sales are almost half of the entire trauma implant manufacturers. There is a small expected increase in sales, but the outlook for a substantial growth of new consumers does not appear to be definite. The client base is secure.

Tengion is a relatively new biotech company which focuses its efforts in building regenerative medicine. This is a niche field that seeks to promote the creation of new cells and tissue to repair or replace tissue or organ function lost due to age, disease, damage, or congenital defects. In late 2008 Tengion management faces a difficult dilemma. In light of the financial crises, the company needs to manage cash burn by prioritizing its R&D efforts. CEO Nichtberger needs to recommend to the board which of two promising new medical treatments to keep developing while placing the other on hold. In comparing the two options, a host of factors need to be

The key issue is to determine when Oxyglobin should be introduced to the market without jeopardizing Hemopure’s potential and how it should be marketed.

CareFusion LLC is a global medical technology company whose products have found use in over 130 countries across the globe (CareFusion LLC, 2014). CareFusion was incorporated in 2009. The company provides medical services to patients and as well as medical staff. The company’s main goal is to provide low cost medical products and services that improve on safety and make healthcare accessible to all (CareFusion LLC, 2014). As such, the company is leading producer of medical products intended to handle a number of medical anomalies including respiratory care. Other products made by CareFusion include patient monitoring systems, anaesthesia equipment, surgical instruments, interventional procedure equipments such as biopsy tools and cleansers meant to prevent infections.

It was an ordinary Thursday evening in suburban Richmond, Virginia. 7PM. Bill Simms makes a right turn on to the expressway ramp in a bid to make it on time to meet his wife for his daughter’s ballet recital. He was happy that his new painting business was beginning to thrive. After being laid off, it came as a big relief that private home and small business clients were starting to find him. Though he always had a general affinity for painting, owning a painting company is not what he imagined doing for a living. Still, it was a blessing that was now manifesting as a provident financier of ballet slippers.